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![OUTPERFORM
Working on any of these components
will improve results ...
The secret is … [and]
and, sub-optimization of any one of them
will hinder your ability
to outperform.
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Is change management tactical or strategic v6
The document discusses the importance of change management in organizational transformation, outlining the strategic versus tactical characteristics of change management. It presents the 'outperform model' which emphasizes executing a change management plan and the integration of various disciplines like project management and stakeholder engagement. The text also highlights that successful change initiatives often encompass long-term organizational culture impacts and require effective leadership across multiple functions.
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Is change management tactical or strategic v6
- 1. Is Change Management StrategicorTactical? May 5th 2014 Gail Severini Managing Director, Symphini Change Management Inc.
- 2. “Strategy without tactics isthe slowest route to victory. Tactics without strategy is the noise before defeat.” ―Sun Tzu, The Art of War 2
- 3. 3 Agenda: 1. Getting perspective:“zoom out” to “zoom in” 2. What does it take to transform an organization? • The Outperform Model 3. Where is Change Management? • One perspective: the world according to ACMP • A second look at the Outperform Model 4. Tactical or Strategic — Characteristics 5. Application: let’s look at CRM 6. Survey says? Strategic or Tactical?
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- 10. Zoom out to: “Whatdoes it take to TRANSFORM an organization?” Then we can see where Change Management fits. 10
- 11. © Gail Severini,Symphini Change Management Inc., 201411 What does it take to transform an organization? Where is Strategy?Where is Change Management? Ongoing Operations RealizationStrategyBoard ExecutionC-SuiteCulture The “Outperform” Model
- 12. © Gail Severini,Symphini Change Management Inc., 201412 BTW: specific attributes of the components Ongoing Operations Realization Follow Through Agile Strategy Engaged Board Execution Engine Engaged C-Suite Agile Culture The “Outperform” Model
- 13. OUTPERFORM Working on anyof these components will improve results ... The secret is … [and] and, sub-optimization of any one of them will hinder your ability to outperform. 13
- 14. So where isChange Management? 14
- 15. 2012 definition ofChange Management: “The application of knowledge, skills, abilities, methodologies, processes, tools, and techniques to transition an individual or group from a current state to a desired future state, such that the desired outcomes and/or business objectives are achieved.” 15
- 16. © Gail Severini,Symphini Change Management Inc., 201416 So where is Execution? Ongoing Operations Realization Follow Through Agile Strategy Engaged Board Execution Engine Engaged C-Suite Agile Culture The “Outperform” Model
- 17. 17 Project Management Change Management Business Analysis Lean / SixSigma Stakeholder Management Strategic Clarity Communications Training Solution Design Case for Change Organizational Alignment Readiness Preparation Metrics Tracking & Course Corrections Inside the Execution Engine Representative disciplines and activities.
- 18. 18 Project Management Change Management Business Analysis Lean / SixSigma Stakeholder Management Strategic Clarity Communications Training Solution Design Case for Change Organizational Alignment Readiness Preparation Metrics Tracking & Course Corrections You are here Inside the Execution Engine Representative disciplines and activities.
- 19. What does that looklike? 19
- 20. The world accordingto ACMP 20 “The Standard” Table of Contents Draft Jan 2014 (con’t) 5. Change Management Process 5.1 Evaluate Change Impact and Organizational Readiness 5.2 Formulate Change Management Strategy 5.3 Develop the Change Management Plan 5.4 Execute the Change Management Plan 5.5 Close the project, transfer ownership, release resources
- 21. Chapter 5. ChangeManagement Process (Con’d) 5.1 Evaluate Change Impact and Organizational Readiness, eg: • Define Vision of Future State, Goals, Success Criteria • Identify Stakeholders and Sponsors • Assess degree of change, organization culture, capacity • Define communications and learning needs • Assess risks 21
- 22. Chapter 5. ChangeManagement Process (Con’d) 5.2 Formulate Change Management Strategy • Sponsorship • Stakeholder Engagement • Learning and Development • Change Risk Mitigation • Measurement and Benefits Realization • Transition • Sustainability 22
- 23. Chapter 5. ChangeManagement Process (Con’d) 5.3 Develop the Change Management Plan • Resource Plan • Sponsorship Plan • Stakeholder Plan • Stakeholder Engagement Plan • Learning and Development Plan • Change Risk Mitigation Plan • Measurement and Benefits Realization Plan • Transition Plan • Sustainability Plan • Integrate Change Management and Project Management Plans • Develop Feedback Mechanisms to Monitor Performance To Plans 23
- 24. Chapter 5. ChangeManagement Process (Con’d) 5.4 Execute the Change Management Plan • Execute Resource Plan • Execute Communications Plan • Execute Sponsorship Plan • Execute Stakeholder Plan • Execute Stakeholder Engagement Plan • Execute Learning and Development Plan • Execute Change Risk Mitigation Plan • Execute Measurement and Benefits Realization Plan • Execute Transition Plan • Execute Sustainability Plan • Close the Change Management Effort – Lessons Learned 24
- 25. Chapter 5. ChangeManagement Process (Con’d) 5.5 Close the project, transfer ownership, release resources 25
- 26. A note ofcaution The ACMP “Standard” takes a very “per project” perspective, i.e. this is only one project. Of course in the average organization there are many such projects happening concurrently. In mature organizations this “portfolio” of change is also managed. 26
- 27. © Gail Severini,Symphini Change Management Inc., 201427 Ongoing Operations Realization Follow Through Agile Strategy Engaged Board Execution Engine Engaged C-Suite Agile Culture Managing organizational change for transformation
- 28. © Gail Severini,Symphini Change Management Inc., 201428 Ongoing Operations Realization Follow Through Agile Strategy Engaged Board Execution Engine Engaged C-Suite Agile Culture … and you are here Oversight Long Termism Sponsorship Commitment & Prioritization Values, beliefs Competencies Org Structure Compensation Vision, Alignment Case for Change Accountability Transparency
- 29. Tactical: Strategic: • Incremental,eg. modest improvements • Emergent, eg. trajectory is sketched but course corrections are expected • Foreseeable and predictable • Highly ambiguous and dynamic • Project-specific • Enterprise-wide. Portfolio and Program driven • Minor or no minor culture shift • Major culture impact • Single silo • Cross-functional dependency • Short term (< 1 year) • Multi-year (eg 3-5 years) 29 Tactical or Strategic — Characteristics
- 30. Tactical Big Tactical Strategic Another wayof thinking aboutTactical & Strategic 30
- 31. Let’s look at acase
- 32. Strategic Objectives: • Identifyleads • Target marketing • Deepen relationships with profitable customers (cross sell / market) • Increase customer retention through improved customer service • Integrate with supply chain (purchase orders, invoicing, inventory, etc) Customer Relationship Management (CRM) 32
- 33. Implementation: 1. CRM review,selection and vendor contracting 2. CRM system installation and customization 3. Data migration 4. Business Process Re-engineering 5. Organization Alignment (culture shift, organization design, compensation plan review) 6. Training and support Customer Relationship Management (CRM) 33
- 34. Who is involvedin a CRM project? CEO Operations Call Center Marketing Sales IT Finance 34
- 35. Who is involvedin a CRM project? CEO Operations Call Center Marketing Sales IT Finance 35
- 36. Who is involvedin a CRM project? CEO Operations Call Center Marketing Sales IT Finance 36
- 37. Who is involvedin a CRM project? CEO Operations Call Center Marketing Sales IT Finance 37
- 38. Who is involvedin a CRM project? CEO Operations Call Center Marketing Sales IT Finance 38
- 39. Who is involvedin a CRM project? CEO Operations Call Center Marketing Sales IT Finance 39
- 40. It’s not justa process change: Lone wolf Manual Competitive Autonomous Opaque Change Impacts of CRM 40
- 41. It’s not justa process change: Lone wolf Manual Competitive Autonomous Opaque Pack Systemized Collaborative Accountable Transparent 41 Change Impacts of CRM
- 42. It’s not justa process change: Lone wolf Manual Competitive Autonomous Opaque Pack Systemized Collaborative Accountable Transparent • Org Change • Individual change 42 Change Impacts of CRM
- 43. Tactical: Strategic: • Incremental,eg. modest improvements • Emergent, eg. trajectory is sketched but course corrections are expected • Foreseeable and predictable • Highly ambiguous and dynamic • Project-specific • Enterprise-wide. Portfolio and Program driven • Minor or no culture shift • Major culture impact • Single silo • Cross-functional dependency • Short term (< 1 year) • Multi-year (eg 3-5 years) 43 Characteristics of a CRM case
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- 45. Thank you! Gail Severini SymphiniChange Management Inc. gailseverini@symphini.com 416-845-3040 www.symphini.com ca.linkedin.com/in/gailseverini/ @gailseverini